Motivation in Organizations

Vocabulary practice flashcards covering the nature, frameworks, and key theories of motivation in organizations.

Motivation

The process of arousing, directing, and maintaining behavior toward a goal; the force that encourages a person to start an action, guides their actions toward a specific goal, and helps them continue their effort until the goal is achieved.

Arousal

The component of motivation concerning the drive or energy behind actions, involving awakening or creating the desire, interest, or energy that encourages a person to take action.

Direction

The component of motivation that guides a person's behavior toward a specific goal, determining what action a person should take and where their effort should be focused.

Maintenance

The component of motivation concerned with people's persistence and their willingness to continue to exert effort until a goal is met.

Intrinsic Motivation

Motivation that comes from within the person, where an individual does something because they enjoy it, are interested in it, or find it personally meaningful.

Extrinsic Motivation

Motivation that comes from external factors such as rewards, recognition, grades, salary, or avoiding punishment.

Motivational Framework

A cyclical process of motivation consisting of: Experienced Need Deficiencies, Search for Ways to Satisfy Needs, Choice of Goal-Directed Behaviors, Enactment of Behavioral Choice (Performance), Experienced Rewards or Punishment, and Reassessment of Need Deficiencies.

Traditional Perspective

A motivational perspective that focuses heavily on economic rewards, holding that people are motivated mainly by money and financial incentives.

Human Relations Perspective

A motivational perspective that emphasizes the importance of social relationships and recognition in the workplace.

Human Resource Perspective

A motivational perspective that views employees as valuable resources who can contribute meaningfully to the organization.

Contemporary Perspective

A perspective recognizing that motivation is complex and influenced by many factors, including individual needs, goals, expectations, rewards, job design, fairness, and the work environment.

Maslow's Hierarchy of Needs

A theory developed by Abraham Maslow in the 1940s assuming that human needs are arranged in a hierarchy of importance, with the most basic needs at the foundation.

Physiological Needs

The most basic level in Maslow's hierarchy, which includes hunger, thirst, shelter, sex, and other bodily needs.

Safety Needs

The level in Maslow's hierarchy that includes security and protection from physical and emotional harm.

Social Needs

The level in Maslow's hierarchy that includes affection, belongingness, acceptance, and friendship.

Esteem Needs

The level in Maslow's hierarchy that includes internal factors such as self-respect, autonomy, and achievement, as well as external factors such as status, recognition, and attention.

Self-Actualization

The highest level in Maslow's hierarchy, involving personal growth, creativity, and realizing one's full potential.

Herzberg's Two-Factor Theory

A theory published by Frederick Herzberg in the 1959 book 'The Motivation to Work' that identifies motivation factors affecting satisfaction and hygiene factors determining dissatisfaction.

Motivation Factors (Motivators)

Work factors intrinsic to the job itself—such as achievement, recognition, and responsibility—that create satisfaction and motivate employees.

Hygiene Factors

Workplace conditions extrinsic to the work itself—such as pay, company policies, and job security—that help prevent employee dissatisfaction but do not necessarily motivate employees to perform better.

Expectancy Theory

A theory proposed by Victor Vroom (also known as VIE theory) stating that people are motivated when they believe their efforts will lead to performance, performance will lead to rewards, and they value those rewards.

Valence (V)

The value or attractiveness that an employee places on the rewards or outcomes of their performance.

Instrumentality (I)

The belief or perceived probability that successful performance will lead to certain outcomes or rewards.

Expectancy (E)

An employee's belief that their effort will lead to increased and successful performance.

Goal-Setting Theory

A theory proposed by Edwin Locke explaining that specific and challenging goals, combined with commitment, feedback, and appropriate task complexity, lead to higher motivation and performance.

Self-Determination Theory (SDT)

A psychological theory developed by Edward Deci and Richard Ryan explaining how motivation affects behavior through intrinsic motivation and the satisfaction of basic psychological needs.

Autonomy

A basic psychological need in Self-Determination Theory referring to employees having freedom and control in making decisions about their work.

Competence

A basic psychological need in Self-Determination Theory referring to employees feeling capable when they have the skills, training, and feedback needed to perform well.

Relatedness

A basic psychological need in Self-Determination Theory referring to employees feeling connected and valued through positive relationships with coworkers and managers.

McClelland's Theory of Needs

A motivational theory developed by David McClelland explaining that an individual's behavior and performance are influenced by the need for achievement, the need for power, and the need for affiliation.

Need for Achievement

The drive to excel, achieve in relation to a set of standards, and strive to succeed.

Need for Power

The desire to control others and get desired things done, divided into personal power and institutional power.

Personal Power

A form of power characterized by wanting to control others for personal dominance.

Institutional Power

A form of power characterized by wanting to organize a team to reach shared organizational goals.

Need for Affiliation

The desire for friendship and good interpersonal relationships.

Reinforcement Theory

A theory developed by B. F. Skinner explaining how a person's behavior is influenced and shaped by its consequences.

Positive Reinforcement

Giving a reward after good behavior to encourage that behavior to continue.

Negative Reinforcement

Removing something unpleasant when a desired behavior occurs.

Punishment

Giving an unpleasant consequence to reduce or eliminate unwanted behavior.

Extinction

Removing a reward that previously encouraged a behavior in order to decrease that behavior.

Equity Theory

A theory developed by John Stacey Adams explaining employee motivation based on their perception of fairness at work through comparing their inputs and outcomes with others.

Inputs

The things that employees contribute to an organization, such as effort, time, and skills.

Outcomes

The things that employees receive from an organization, such as pay, benefits, and recognition.

Equity

The state where employees feel that their rewards are fair compared with their contributions and those of others.

Job Design

The process of organizing tasks, duties, and responsibilities to create meaningful and motivating work for employees.

Job Enrichment

An approach to job design that involves adding motivating factors such as responsibility, achievement, and recognition into job content.

Job Crafting

The physical and mental changes workers make in the task or relationship aspects of their jobs.

Employee Participation

The practice where employees actively take part in decision-making, problem-solving, and activities that affect their work and the organization.

Employee Involvement

Actively encouraging employees to contribute their ideas, skills, time, and effort toward achieving organizational goals.

Employee Empowerment

Giving employees the authority, responsibility, resources, and confidence to make appropriate workplace decisions.

Flexible Work Arrangements

Workplace arrangements that allow employees some flexibility in when, where, or how they work (e.g., flexible working hours, remote work, hybrid work, and compressed work schedules).